HRD has been seen as an issue that is critical for U.S. corporations so that they can remain competitive. Yet little has been known about the strategic role of HRD and how it may influence corporate performance. In this study, we have argued that HRD plays an immensely strategic role when combined with effective recruitment and compensation policies. These three activities together contribute to the company's human resource (HR) orientation and create sustainable competitive advantages for organizations. Data from fourteen manufacturing industries supported the proposition that companies with a strong HR orientation performed significantly better than firms with a weaker HR orientation. Suggestions were offered with respect to the strategic and developmental role of HR management.
Stage models have benefited global managers by seeing internationalization as an evolutionary and learning process that involved making careful and incremental changes. What the stage models lack, however, are specification of internal problems and hurdles that managers will face during this organizational change process. We attempted to fill this knowledge gap by exploring types of managerial dilemmas that organizations will confront as they internationalize. This adaptive choice process of internationalization was discussed in this paper through the case of a domestic company during its overseas expansion. Our research shows that the internationalization process often creates managerial dilemmas for organizations in terms of strategic, structural, and human resource changes. There are also strong interactions among these dilemmas such that the decision regarding one dilemma may often impact how other dilemmas can be resolved Firms that are able to resolve these dilemmas, while considering their interactions, can become more successful in their internationalization process. These findings were developed into propositions regarding how companies can manage the process of internationalization more successfully. We also addressed specifically how the adaptive choice model would complement the stage models and enrich our understanding of the corporate internationalization process.Companies undertake internationalization for a variety of reasons. Some firms internationalize due to necessity because their rivals and customers have been globalized (Ohmae, 1990). Other companies internationalize their operations because multinationalism is a symbol of success and progress (Perlmutter, 1995).
The purpose of this article is twofold; first, to demonstrate a linkage between the tenets of justice theory and OD core values, assumptions and ethical beliefs and, second, to show the role of this linkage as it applies to postmodern organizations in terms of the evolution of OD technology. Distributive, procedural and interactional justice is discussed and juxtaposed with the humanistic and organizational effectiveness orientations that compise the core values of OD. Finally, ways are suggested that the linkage between justice theory and OD core values can be used for the development of OD science and its application to the postmodern organizational paradigm of equality, empowerment and horizontal relationships.
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